国外工业PPT模板
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NASSCOM India Leadership Forum 2019
Creating Sustainable Change through Organizational Alignment and Managing an Increasingly Diverse Workforce
February 18, 2019
Cost
Technology
Optimization Implementation
Reduces costs and associated resources
Realigns application portfolios, automates transactions
Innovation & Growth
2
Change Challenges Clients Typically Face during Transformation
Change challenges/risks companies typically experience
• Define success as “get the technology up”, instead of defining success as “end-users adopted desired behaviors”
Realign units
legacyห้องสมุดไป่ตู้
ownership, for better
organizations priorities of performance
to realize
operations and &quality
synergies
deliverables
Outsourcing
Creating Sustainable Change through Organizational Alignment and Managing an Increasingly Diverse Workforce
February 18, 2019
Cost
Technology
Optimization Implementation
Reduces costs and associated resources
Realigns application portfolios, automates transactions
Innovation & Growth
2
Change Challenges Clients Typically Face during Transformation
Change challenges/risks companies typically experience
• Define success as “get the technology up”, instead of defining success as “end-users adopted desired behaviors”
Realign units
legacyห้องสมุดไป่ตู้
ownership, for better
organizations priorities of performance
to realize
operations and &quality
synergies
deliverables
Outsourcing
ppt模板素材 工业建筑行业模板
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创新之处一
创新之处二
创新之处三
创新之处四
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服装工业样板ppt课件
B﹡=净B
W﹡＝净W
H﹡＝净H
△＝档差
G＝号
以5.4Ａ系列为例
△G＝5
△B﹡＝4 △W﹡＝4
△H﹡＝3.6（女） △H﹡＝3.2（男）
W每增减1，H增减0.9（女）、0.8（男）
B＝B﹡+宽松量 △B＝△B﹡＝4
W= W﹡+宽松量 △W＝△W﹡＝4
一、服装工业样板课程的作用及意义 服装工业样板课程是《服装结构设计》课程的延续与升华，是适应社会需要、服装企业需要、服装工业发展需要、服装工业化大生产需要的一门必不可少的课程，该课程学习效果的好坏，一方面关系到今后从事服装技术方面的就业状况，另一方面直接关系到成衣制造的技术质量与造型艺术，同时还关系到企业的发展、服装成衣工业的发展。
前后横开领＝0.2N △前后横开领＝0.2△N＝0.2×0.8＝0.16女 ＝0.2△N＝0.2×1＝0.2男
前直领＝0.2N △前直领＝0.2△N＝0.16（女） ＝0.2（男）
后直领＝0或1/3×（0.16～0.2）＝0.05～0.07
二、只有订单和款式图或服装效果图和结构图但没有样品 ① 详细分析订单 ② 详细分析订单上的款式图或示意图（Sketch） ③ 其余各步骤基本与第一种情况的流程③（含③）以下一致。 只是对步骤⑦要多与客户沟通，最终达到共识 三、仅有样品而无其他任何资料 ① 详细分析样品结构： ② 面料分析 ③ 辅料分析 ④ 其余各步骤基本与第一种情况的流程③（含③）以下一致，进行裁剪、仿制（俗称“驳样”）。
二、控制部位档差公式与细部规格设计
领围＝0.2B（女） 0.25B（男） △N＝0.2△B＝0.8（女）0.25△B＝1（男）
肩宽＝0.25B+·（女） 0.3B+·（男） △S＝0.25△B＝1（女）0.3△B＝1.2（男）
最新工业自动化行业PPT模板
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Get a modern PowerPoint Presentation that is beautifully designed. I hope and I believe that this Template will your Time.
Agenda Style
Timeline Style
to your Presentations.
We Create Professional Presentation
Simple Portfolio Presentation
Get a modern PowerPoint Presentation that is beautifully designed. I hope and I believe that this Template will your Time, Money and Reputation. Easy to change colors, photos and Text. You can simply impress your
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蓝色工业PPT模板
Print master
• Your Text here • Lorem ipsum dolor sit amet, consectetuer
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全球汽车工业发展历程(ppt 30页)
知识目标
•了解汽车诞生的历史过程； •掌握世界汽车工业的发展历程及现状； •掌握中国汽车工业的发展历程及现状。
能力目标
•能分析影响汽车工业发展的历史因素； •能总结汽车技术进步与人类文明发展的关联。
课题一 汽车的诞生
一、 车轮和车
1．车轮的发展
（2）
（1）
人们最初发 明的一种“ 轻撬”。
公元前4000 年，北欧人 发明了更具 实际意义的 “撬”。
汽车企业资产重 组与联合兼并
汽车生产正在从 传统的、成熟的 汽车市场转向新 兴的汽车市场
课题二 世界汽车工业的发展
四、 世界汽车工业的发展趋势
1.
2.
3.
世界汽车 年产量在 波动中增 长
世界汽 车工业全 球化成为 必然
汽车工 业正处于 合作、竞 争与创新 时代
课题三 中国汽车工业的发展
一、 中国汽车工业的诞生
课题三 中国汽车工业的发展
3.川汽和陕汽的建立
红岩牌CQ261型越野汽车
延安牌SX250型越野汽车
课题三 中国汽车工业的发展
4.开发矿用自卸汽车和重型载货汽车
1969年以后，上海、长春、 本溪等地进行矿用自卸汽车 的试制与生产；安徽、南阳、 丹东等地开始生产重型载货 汽车。1969年7月，上海汽 车制造厂的上海SH380型32 t和SH361型15 t矿用自卸车 试制成功。1971年，第一汽
PPT模板下载：行业PPT模板： 节日PPT模板：素材下载： PPT背景图片：图表下载： 优秀PPT下载：教程： Word教程： 教程： 资料下载：课件下载： 范文下载：试卷下载： 教案下载：
汽车文化
单元一 全球汽车工业发展历程
汽车的诞生 世界汽车工业的发展 中国汽车工业的发展
•了解汽车诞生的历史过程； •掌握世界汽车工业的发展历程及现状； •掌握中国汽车工业的发展历程及现状。
能力目标
•能分析影响汽车工业发展的历史因素； •能总结汽车技术进步与人类文明发展的关联。
课题一 汽车的诞生
一、 车轮和车
1．车轮的发展
（2）
（1）
人们最初发 明的一种“ 轻撬”。
公元前4000 年，北欧人 发明了更具 实际意义的 “撬”。
汽车企业资产重 组与联合兼并
汽车生产正在从 传统的、成熟的 汽车市场转向新 兴的汽车市场
课题二 世界汽车工业的发展
四、 世界汽车工业的发展趋势
1.
2.
3.
世界汽车 年产量在 波动中增 长
世界汽 车工业全 球化成为 必然
汽车工 业正处于 合作、竞 争与创新 时代
课题三 中国汽车工业的发展
一、 中国汽车工业的诞生
课题三 中国汽车工业的发展
3.川汽和陕汽的建立
红岩牌CQ261型越野汽车
延安牌SX250型越野汽车
课题三 中国汽车工业的发展
4.开发矿用自卸汽车和重型载货汽车
1969年以后，上海、长春、 本溪等地进行矿用自卸汽车 的试制与生产；安徽、南阳、 丹东等地开始生产重型载货 汽车。1969年7月，上海汽 车制造厂的上海SH380型32 t和SH361型15 t矿用自卸车 试制成功。1971年，第一汽
PPT模板下载：行业PPT模板： 节日PPT模板：素材下载： PPT背景图片：图表下载： 优秀PPT下载：教程： Word教程： 教程： 资料下载：课件下载： 范文下载：试卷下载： 教案下载：
汽车文化
单元一 全球汽车工业发展历程
汽车的诞生 世界汽车工业的发展 中国汽车工业的发展
黑色背景工业风科技范十足的工作总结PPT模板
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标题
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业绩分析
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By XXX 2021
目 录
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工作总结
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存在问题
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业绩分析
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应对策略
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国外工业PPT模板
• “I’ll do what is necessary to survive”
Departure • “This is not
something I want to be part of”
5
Engaging Employees Across Diverse Geographies
National Culture
1
Change Challenges Clients Typically Face during Transformation
Change challenges/risks companies typically experience
• Define success as “get the technology up”, instead of defining success as “end-users adopted desired behaviors”
4
Commitment
• “It is the right thing to do”
• “ We will succeed”
Adaptation
• “Train is leaving, I better get on”
• “It’s hard, but we can do it”
Withdrawal
— Give employees a reason to care
• Brand the culture
— Re-define expectations and commitments
— Educate and promote the value to employees
• Sustain employee behavior change — Keep the brand alive — Actively measure and manage
Departure • “This is not
something I want to be part of”
5
Engaging Employees Across Diverse Geographies
National Culture
1
Change Challenges Clients Typically Face during Transformation
Change challenges/risks companies typically experience
• Define success as “get the technology up”, instead of defining success as “end-users adopted desired behaviors”
4
Commitment
• “It is the right thing to do”
• “ We will succeed”
Adaptation
• “Train is leaving, I better get on”
• “It’s hard, but we can do it”
Withdrawal
— Give employees a reason to care
• Brand the culture
— Re-define expectations and commitments
— Educate and promote the value to employees
• Sustain employee behavior change — Keep the brand alive — Actively measure and manage
工厂PPT模板
设备选型与配置
02
根据生产工艺要求，选择合适的生产设备，并进行合理的配置
和布局，提高生产效率和质量。
设备维护与保养
03
建立完善的设备维护和保养制度，确保设备处于良好状态，延
长设备使用寿命，减少故障率。
产品质量检测与控制
质量检测标准
制定严格的产品质量检测标准，明确各项质量指标和检测方法。
质量控制措施
组织结构图
以图表形式展示工厂的组 织架构，包括各部门和岗 位的职责与关系
管理团队
介绍工厂的管理团队成员 及其背景和专业领域
员工队伍
概述工厂的员工队伍情况， 包括人数、学历、技能水 平等
02 工厂生产流程
原材料采购与库存管理
1 2 3
原材料采购策略 根据生产计划和需求预测，制定合理的原材料采 购策略，包括供应商选择、采购周期、采购数量 等。
成本控制
建立全面的成本管理体系，包括原材料采购、生产过程中的各项费 用以及销售和管理费用等，确保成本控制在合理范围内。
质量管理
强化质量意识，建立完善的质量管理体系，提高产品质量，减少废品 率和返工率，降低质量成本。
设备维护与保养管理
设备日常维护
建立设备日常维护制度，定期对设备进行检查、清洁、润滑等保 养工作，确保设备处于良好状态。
人工智能与机器学习
随着人工智能和机器学习技术的不断 发展，工厂将实现更高程度的自动化 和智能化。
5G与工业互联网融合
5G技术的普及将为工业互联网提供 更高速、更可靠的数据传输服务，促 进工业互联网的深入应用。
数字孪生与虚拟仿真
数字孪生和虚拟仿真技术将帮助工厂 实现更精准的生产计划和优化，提高 生产效率和质量。
工业机器人PPT模板(2024)
市场现状
全球工业机器人市场规模不断扩大，亚洲市场增长迅速，中国已成为全球最大的 工业机器人市场。
前景展望
随着人工智能、物联网等技术的不断发展，工业机器人将更加智能化、柔性化， 应用领域也将进一步拓展。未来，工业机器人将成为制造业转型升级的重要支撑 。
6
02
工业机器人技术原理
BIG DATA EMPOWERS TO CREATE A NEW
CONTENTS
2
01
工业机器人概述
BIG DATA EMPOWERS TO CREATE A NEW
ERA
2024/1/30
3
定义与发展历程
定义
工业机器人是一种自动化、可编程、多功能的机械设备，用于执行制造过程中 的各种任务。
发展历程
从20世纪60年代的第一代示教再现型机器人，到70年代的第二代感知型机器人 ，再到80年代以来的第三代智能型机器人，工业机器人的技术不断升级，应用 领域也不断扩展。
机械安装
按照图纸要求组装机器人本体 ，确保各部件位置正确、紧固 可靠。
软件调试
配置机器人控制软件，设置相 关参数，测试各功能模块正常 运行。
准备工作
确认机器人型号、规格及配件 齐全，熟悉安装图纸和说明书 。
2024/1/30
电气连接
根据电气图纸连接机器人控制 系统及外围设备，检查接线无 误。
安全检查
ERA
2024/1/30
7
机械结构设计特点
01
02
03
模块化设计
便于制造、安装和维护， 提高生产效率。
2024/1/30
高刚度与轻量化
采用高强度材料和结构优 化，实现高刚度与轻量化 的平衡。
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• Develop strategy for involving sponsors and leaders in leading the change and holding them accountable for the results • Provide sponsors and leaders with on-boarding and skill-building sessions • Hold regular check-ins with sponsors and leaders
Organizational Culture
Values
Practices
Family
School
7
Work
Engaging Employees in Transition
• Sell the “What’s in it for me?”
— Motivate employees with the right messages
— Give employees a reason to care
• Brand the culture
— Re-define expectations and commitments
— Educate and promote the value to employees
• Sustain employee behavior change — Keep the brand alive — Actively measure and manage
• Outline the role and required skills of Change Team members and select and fully staff based on the role profile(s) • Provide Change Team with on-boarding and skill-building sessions • Hold regular reviews of change management lessons learned
• Ensure project team and sponsors define success as behavior change • Clearly define desired behaviors (e.g. “stop/start/continue” doing) • Define and track metrics indicating adoption of desired behavior • Develop “consequence management” plan to encourage desired behaviors and discourage unwanted behaviors
Satisfaction
How much I like things here.
Engagement
Commitment
How much I want to be here.
How much I want to and actually do improve our business results.
To protect the confidential and proprietary information included in this material, it may not be disclosed or provided to any third parties without the approval of Hewitt Associates LLC.
3
Organization Momentum
The Human Dynamic in Change
Early euphoria
• “Change is exciting”
• “Our company is taking a bold step”
Fear/uncertainty
• “What does this mean for me?”
8
• Align programs, communications, and delivery — Create a consistent experience — Reward/reinforce the right behaviors
8
Definition of Engagement
Engagement is a state of emotional and intellectual engagement
• “I’ll do what is necessary to survive”
Departure • “This is not
something I want to be part of”
6
Engaging Employees Across Diverse Geographies
National Culture
Three key behaviors that indicate strong engagement
Say!, Stay!, Strive!
9
• “What are my priorities now?”
Paralysis
• “I can’t act with all this uncertainty”
• “My highest priority is to stay on top of the integration news”
Time
• Conduct a stakeholder analysis to understand which and how employees are impacted, their concerns, how to best address those concerns • Develop “what’s in it for me” messages tailored to managers and other key stakeholder groups • Conduct workshop to support “personal transitions” • Develop tailored and timely 2-way communications
2
Change Challenges Clients Typically Face during Transformation
Change challenges/risks companies typically experience
• Define success as “get the technology up”, instead of defining success as “end-users adopted desired behaviors”
• ficient engagement from sponsors and leaders
:
• Insufficient Change Management capability and/or resources on client team
Recommended best practices
5
Commitment
• “It is the right thing to do”
• “ We will succeed”
Adaptation
• “Train is leaving, I better get on”
• “It’s hard, but we can do it”
Withdrawal
:
• Stakeholders, especially managers, are resistant to the change (e.g. using workarounds or continue to use old system), or have emotional reactions to the change
Organizational Culture
Values
Practices
Family
School
7
Work
Engaging Employees in Transition
• Sell the “What’s in it for me?”
— Motivate employees with the right messages
— Give employees a reason to care
• Brand the culture
— Re-define expectations and commitments
— Educate and promote the value to employees
• Sustain employee behavior change — Keep the brand alive — Actively measure and manage
• Outline the role and required skills of Change Team members and select and fully staff based on the role profile(s) • Provide Change Team with on-boarding and skill-building sessions • Hold regular reviews of change management lessons learned
• Ensure project team and sponsors define success as behavior change • Clearly define desired behaviors (e.g. “stop/start/continue” doing) • Define and track metrics indicating adoption of desired behavior • Develop “consequence management” plan to encourage desired behaviors and discourage unwanted behaviors
Satisfaction
How much I like things here.
Engagement
Commitment
How much I want to be here.
How much I want to and actually do improve our business results.
To protect the confidential and proprietary information included in this material, it may not be disclosed or provided to any third parties without the approval of Hewitt Associates LLC.
3
Organization Momentum
The Human Dynamic in Change
Early euphoria
• “Change is exciting”
• “Our company is taking a bold step”
Fear/uncertainty
• “What does this mean for me?”
8
• Align programs, communications, and delivery — Create a consistent experience — Reward/reinforce the right behaviors
8
Definition of Engagement
Engagement is a state of emotional and intellectual engagement
• “I’ll do what is necessary to survive”
Departure • “This is not
something I want to be part of”
6
Engaging Employees Across Diverse Geographies
National Culture
Three key behaviors that indicate strong engagement
Say!, Stay!, Strive!
9
• “What are my priorities now?”
Paralysis
• “I can’t act with all this uncertainty”
• “My highest priority is to stay on top of the integration news”
Time
• Conduct a stakeholder analysis to understand which and how employees are impacted, their concerns, how to best address those concerns • Develop “what’s in it for me” messages tailored to managers and other key stakeholder groups • Conduct workshop to support “personal transitions” • Develop tailored and timely 2-way communications
2
Change Challenges Clients Typically Face during Transformation
Change challenges/risks companies typically experience
• Define success as “get the technology up”, instead of defining success as “end-users adopted desired behaviors”
• ficient engagement from sponsors and leaders
:
• Insufficient Change Management capability and/or resources on client team
Recommended best practices
5
Commitment
• “It is the right thing to do”
• “ We will succeed”
Adaptation
• “Train is leaving, I better get on”
• “It’s hard, but we can do it”
Withdrawal
:
• Stakeholders, especially managers, are resistant to the change (e.g. using workarounds or continue to use old system), or have emotional reactions to the change